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Effective Scrum 
By Jacob Svalastoga
Jacob 
•Works at MarkMonitor Copenhagen 
(Anti-Piracy) 
lDtecNet won the Gazelle (most 
growing danish company) award in 
...
You 
What about you? :-)
Introduction... 
lBefore scrum: 
lJFDI 
lNo development improvement 
philosophy
The level 0 scrum 
•Product owner 
–Product vision, Fill the backlog 
•Scrum Master 
–Facilitator/secretary (organize ritu...
Robot retrospective 
An automated band-wagon response instead of a continuous improvement focus
New mindset 
lMindset: Long term greedy 
lTime spent on anything that is not development is an investment in the future 
l...
My mission 
•Creating/nursing teams of productive 
and happy people 
•Chasing technical excellence and 
software quality 
...
* 
•Passion 
–Passion is when you put more energy into 
something than is required to do it. It is more than 
just enthusi...
Delivering the mission 
To deliver the mission we must find a way to understand 
people better and also understanding our ...
McGregor 
The X and Y theory of McGregor can help to understand people
Understanding people: 
McGregor X 
•Unwilling to give the best, motivated by fear of loosing 
the job, does not take respo...
Understanding people: 
McGregor Y 
•Wants to work, puts a lot of energy into each 
objective 
•Failing and learning from i...
Understanding people: Findings 
There are both attractive positive and dangerous negative spirals centered around the retr...
Understanding PCW: 
Comfort zones 
The Special Operation Forces (SoF) comfort zone model 
can help to express the perceive...
Understanding PCW: 
Comfort zones 
lWork complexity 
lComfort/simple 
lChallenge 
lRed zone / Finding Unicorns 
lMicro-man...
Velocity oriented/Managed team 
lComfort 
lChallenge/spike 
lDrawbacks 
lPush backs 
lComfort zone does not feel as good a...
High performance team 
lComfort 
lChallenge 
lR&D time budget 
lDrawbacks: 
lLess stable 
lNeeds high efficiency 
lVulnera...
Understanding PCW: Findings 
Both models can work well. Its necessary for teams to decide with strategy to use. 
The high ...
Effective scrum 
•All non-development related activities are 
meaningful 
•All development activities are focused 
•Conver...
Q & A 
Q & A
Team reflections 
Some team member qualities can grow and be nourished
The Great Product Owner 
•Has a strong product vision 
•Knows about strengths and weaknesses of the product(s) 
•Knows the...
The Great Scrum Master 
•Not afraid of anybody or anyone 
•Knows and understands some change 
management 
•Favours micro c...
The Great Team Members 
•Works fast and efficient when not disturbed 
•Works on something interesting 
•Ambition/pride/pas...
The Great Rituals 
and Meetings 
•Good Participation 
•Timely 
•All come prepared 
•Parking slot 
•Improve duration and fr...
Final things to consider 
•A team should own everything they build 
•Build trust, keep promises, explain rationales 
•Peop...
Goals 
Simple goals are good
My dog has very simple goals 
lMaximize food intake 
lMaximize attention from people 
lSleep if none of the above goals ca...
My dog is very successful
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Jacob Svalastoga. Effective scrum

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Supposedly agile methologies like Scrum and Kanban are currently very popular and often encouraged by developers, management and consultants from outside. It is often presented as an evolution or natural next step, while it may impose radical changes and actually prevent or hinder the goal of implementing the correct strategy for the company. This presentation is a review of the effects of implementation of scrum in an already agile software company. The aim of the presentation is to deliver the message that we should be careful with scrum and to provide the viewer with a perspective on team work as well as implementation strategies when dealing with Scrum. Covering: Scrum, Agile, Agile workers, team work, X-Y theory (McGregor) and more.

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Jacob Svalastoga. Effective scrum

  1. 1. Effective Scrum By Jacob Svalastoga
  2. 2. Jacob •Works at MarkMonitor Copenhagen (Anti-Piracy) lDtecNet won the Gazelle (most growing danish company) award in 2010 and was subsequently acquired by MarkMonitor which was then acquired by Thomson Reuters •Likes: –Agile software development –Reverse-engineering –Challenges / bets –My motorcycle and my dog –Any racquet sport (orig. tennis)
  3. 3. You What about you? :-)
  4. 4. Introduction... lBefore scrum: lJFDI lNo development improvement philosophy
  5. 5. The level 0 scrum •Product owner –Product vision, Fill the backlog •Scrum Master –Facilitator/secretary (organize rituals, track progress) •Team member –Worker (take task, complete task, do scrum updates) •Time wasters –Reminding people to do their work/update burndown bla bla –Punish other people for 1 persons short comings –Robot-Retro
  6. 6. Robot retrospective An automated band-wagon response instead of a continuous improvement focus
  7. 7. New mindset lMindset: Long term greedy lTime spent on anything that is not development is an investment in the future lSimple/small changes could be big discoveries lExperiment, do not be afraid
  8. 8. My mission •Creating/nursing teams of productive and happy people •Chasing technical excellence and software quality •Keep people inspired, passionate, proud and interested* in the future
  9. 9. * •Passion –Passion is when you put more energy into something than is required to do it. It is more than just enthusiasm or excitement, passion is ambition that is materialized into action to put as much heart, mind body and soul into something as is possible. – Urban dictionary –Caring beyond responsibility •Pride –Take pride in achievements
  10. 10. Delivering the mission To deliver the mission we must find a way to understand people better and also understanding our work better
  11. 11. McGregor The X and Y theory of McGregor can help to understand people
  12. 12. Understanding people: McGregor X •Unwilling to give the best, motivated by fear of loosing the job, does not take responsibility, not optimistic about the future •Unintentional failing of sprints, ex.: lHigh complexity lBad estimates •Bad retrospectives •Hopelessness •Change request ignored, change not in effect
  13. 13. Understanding people: McGregor Y •Wants to work, puts a lot of energy into each objective •Failing and learning from it, cause and effect •Celebrating achievements/victories •Learning from retrospectives •Delivering hard objectives •Solving complex problems •Succeeding with changes
  14. 14. Understanding people: Findings There are both attractive positive and dangerous negative spirals centered around the retrospective This fact makes the retrospective by far the most important ritual to improve
  15. 15. Understanding PCW: Comfort zones The Special Operation Forces (SoF) comfort zone model can help to express the perceived complexity of our work (PCW)
  16. 16. Understanding PCW: Comfort zones lWork complexity lComfort/simple lChallenge lRed zone / Finding Unicorns lMicro-management potential lManageable lPartially manageable lUnmanageable lMcGregor type compliance lX lY lY
  17. 17. Velocity oriented/Managed team lComfort lChallenge/spike lDrawbacks lPush backs lComfort zone does not feel as good as yellow lIllegitimate inventions lPlanning overhead
  18. 18. High performance team lComfort lChallenge lR&D time budget lDrawbacks: lLess stable lNeeds high efficiency lVulnerable to Prio 1s lVelocity as a performance parameter is unreliable
  19. 19. Understanding PCW: Findings Both models can work well. Its necessary for teams to decide with strategy to use. The high performance strategy has way more output usually, but also more risk.
  20. 20. Effective scrum •All non-development related activities are meaningful •All development activities are focused •Convert problems into challenges –Challenge every team member to solve it •Improvement contract
  21. 21. Q & A Q & A
  22. 22. Team reflections Some team member qualities can grow and be nourished
  23. 23. The Great Product Owner •Has a strong product vision •Knows about strengths and weaknesses of the product(s) •Knows the market and the customers •Takes interest in areas that might affect requirements (customer processes, market related information) •Is capable of answering any customer/csm question with minimal help from team •Is passionate about the products and follow development of them with great interest •Is also a teamplayer! •Loves automation •Likes value more than most other things •Is a catalyst for team approved changes
  24. 24. The Great Scrum Master •Not afraid of anybody or anyone •Knows and understands some change management •Favours micro changes and evolution over revolution •Thinks about the future and involves the team •Is a catalyst for team approved changes •Creates and facilitates the continous improvement dialogue
  25. 25. The Great Team Members •Works fast and efficient when not disturbed •Works on something interesting •Ambition/pride/passion •Fills the empty space •Listens and understands •Asks good questions •Does not hide many secrets from team
  26. 26. The Great Rituals and Meetings •Good Participation •Timely •All come prepared •Parking slot •Improve duration and frequency
  27. 27. Final things to consider •A team should own everything they build •Build trust, keep promises, explain rationales •People are always running FROM something and TOWARDS something else and they can be VERY different •Simple goals are good
  28. 28. Goals Simple goals are good
  29. 29. My dog has very simple goals lMaximize food intake lMaximize attention from people lSleep if none of the above goals can be worked on
  30. 30. My dog is very successful

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